Resolving Conflicts - the Key to Business Growth and Longevity!

Conflict Resolution is nothing more than a process of several steps. It involves information-gathering techniques, analysis of the information, and a negotiation of a settlement. Techniques can be taught, but only experience can tell you how to apply and perfect them. The following is a step by step process for Conflict Resolution:

1) Listen to all parties involved - It is important that everyone involved be given a chance to have their viewpoint considered. In your quest for a win - win situation, you will need all the input from everyone involved to have a good chance at arriving at the best resolution.

A common mistake many people make is that they ask a question and then cut off the answer because they think they know the answer. This has two drawbacks. First, it may prevent the other person from giving you information that may lead you to the right resolution. The more data you have, the better prepared you are to arrive at the right conclusion.

Secondly, and perhaps more important, it prevents the other party from venting. Venting is a process where the other party gets to release some of their frustration by telling you their problem. Interrupting them gives the impression that you don't value their information and deprives them of the venting process. Spend a few minutes and let them talk. You may get valuable information and give them a non-confrontational way of venting their frustration.

When listening to the other party, try and make notice of anything that is repeated over and over. This will give you a clue as to what really is important to the person. There is an example of this later in this publication. Listen skills are very important. You need to ask the right questions but also hear what the other person is saying. Learn how to read between the lines and you can pick up valuable information.

2) Identify the problem - In order to resolve a problem you need to know what the problem is. Doesn't that make sense? Of course it does! Ask the other parties a series of questions that is designed to narrow down what the problem is. Each question should be designed to eliminate an area of possible concern. With each question, the number of potential causes gets less. For example, a person has a problem with a product of yours. You ask:

What product are you calling about, sir? (Eliminates other products and problems)

When did you purchase this product? (Tells you if warranty or non-warranty)

What is the problem? (Eliminate large number of potential problems)

When does this happen? (Can identify intermittent or application problems)

Etc,etc.

With each question, you narrow down the potential causes for the problem. The idea is to ask enough questions so that you can accurately diagnose the problem with a reasonable degree of certainty.

What happens if you don't do this? You run the risk of making a bad diagnosis, attempting to resolve a problem that doesn't exist, and increasing the frustration of the other parties. The long term effect of this is that you have reduced your credibility and the credibility of your company in the eyes of the other party.

3) Deflect blame - Do whatever you can to deflect any blame away from the other party unless a legal issue is involved. If we do not imply blame the other party will be more responsive to a resolution. If the other party is at fault, find a way to let them escape without being threatened. Using phrases such as "We have had this happen several times" or "That could be stated a little clearer in the manual. We get that question a lot" allow the other party to be informed that they made an error without being forced into a corner.

4) Identify the important issues - Figure out what is driving the conflict. Is it just a product or service failure? Is there emotional baggage that you must deal with? Is this a repeat problem? What is important to this particular person?

You stand a far greater chance of resolving a conflict if you can ascertain what the driving force is behind it. Is a spouse giving the person a hard time about the problem? Is money the most important thing to the customer? Do we have a lack of confidence problem we need to address?

5) Arrive at a particular course of action - Based on the information you have gathered, and the policies of your company, arrive at an appropriate course of action. This course of action should be geared to providing a win-win resolution.

When you arrive at a particular course of action, decide how best to present it to the customer. Unless it is everything the customer wants and more, you will have to "sell" the customer on the resolution. Identify the benefits of the proposed resolution. Try and think of objections and determine how to address them with the other party. After you have some experience in conflict resolution this step will become automatic.

6) Present the proposed resolution to the other parties - Presenting the resolution to the other parties is the most important step in the process. It is important that you discuss all options open to the other parties. Don't try and paint them or you into a corner with just one solution. If more than one resolution is practical, let the other party decide which resolution they want. This lets them feel that they are part of the process and will increase the chance that they will accept the resolution offered.

Presenting all options also allows you more latitude when the other party rejects your recommendations. You have left some room for negotiating without giving the impression that you are giving in to the other parties. By getting the other parties involved in the process, the actual negotiations will take on a give and take situation. Giving options also greatly decreases the chance of an adversarial relationship developing.

7) Negotiate a win - win situation - All efforts should be geared toward arriving at a resolution that makes everyone happy. This is essential for long term satisfaction. A win - win situation can also buy you a customer for life! Think of a conflict as a way for you and your company to shine!

Use the information you gather, along with company policies, to determine what the best solution is. The best is not the cheapest, or even most expensive, solution. The best solution is one where all parties are happy with the resolution and also stand the best chance of remaining happy.

A win-win solution is also a lasting solution. Ask yourself what the other parties would say if you called them up six months from now. Would they be happy? Would they be satisfied? Has your resolution delivered everything you said it would? If the answer to any of these questions is "NO" then try and come up with another resolution.

8) Document information and actions taken to date - Always go over the resolution after it has been agreed to. Discuss what will happen next, what each party is expected to do, and the time frames involved. Follow the verbal conversation up with a written confirmation, if practical. If legal issues are at stake, always follow up everything in writing.

Reviewing the resolution gives everyone a clear understanding of what is to happen next. Any confusion can be easily addressed at this point.

9) Thank the other parties - Thank everyone involved for bringing the problem to your attention and for giving you the opportunity to serve them. This will go a long way in regaining the confidence of the other parties.

10) Take precautions for the future - Take steps necessary to correct any product problems or internal policies that may have caused, or contributed to, the original conflict. Learning from the first time is one thing, letting things go on and on without making corrections is another. Think of every conflict as a way to identify problems that can be solved by you and your company.

11) Follow up, follow up, follow up - After a resolution is made, follow up to make sure that everything promised is delivered. Contact the parties involved after everything is completed. Make sure that they are happy. Take the opportunity to address any remaining concerns. Thank them for bringing the matter to your attention.

In every conflict, always consider your actions and words and relate them to the following:

1) Legal issues - Always keep in mind that there are a certain percentage of our society that will always be looking for a way to sue and make a fast buck. If you are unsure of your legal exposure in any situation, take down the phone number of the other party and consult with management prior to making any statements.

A company should have a set procedure on what to do and who to contact in these types of situations. Take the appropriate measures, take to the right people, and them return the call to the other party within the time frame promised.

2) Set realistic expectations - Never say things to another party just to make them feel better now. If you can't have what they want for a week, don't tell them you'll call them tomorrow. It is much better to set lower expectations and over deliver than it is to fail to deliver on a promise.

For example, it is better to say "I'll call you back in 48 hours." And then call them the next day than it is to say "I'll call you back in an hour." And then call back the next day. The level of expectation that you set is what you can be judged by.

3) Escalate the problem if no progress is made - If you have a conflict that you just can't resolve, it is advisable to try and escalate the problem to another person. That person may be another person in your area, a supervisor or manager, or maybe to an executive.

The reason for escalation is that everybody is different. We all have different personalities and can relate to each other in different ways. Sometimes all we need to do is give a conflict to another individual and then it can be resolved. There may be a personality clash involved, the other party might relate better to someone of a different gender, or maybe the other party just doesn't like the sound of your voice. Whatever the reason, it is important that we remember that we are not interested in winning or losing, but resolving the problem.

David V. Greis
The Customer Service Training Institute
http://www.infowhse.com